The next step

The problem: currently the LLOs have no formal recruitment screening, resulting in lack of understanding of LLO LGBTIQ+ community knowledge and role intentions.

What we’re doing: the recruitment of LLOs will be formalised through a recruitment process to ensure best organisational practice and community safety.

The tool will assist LLOs to be adequately supported in their LGBTIQ+ Community knowledge and the role requirements.

How we will do it: in partnership with HRC, CD will create a new recruitment process for LLOs which includes an expression of interest and a short exploration of LGBTIQ+ knowledge. This will support LLO pre-requisite training requirements and community safety.

• Review of current LLO recruitment and training with evidence-based recommendations made.
• LLO recruitment and training and induction package to be launched and in practice for LLOs.
• LLO recruitment screening tool to be drafted in consultation with WDI and implemented for new LLOs.

CD

The problem: reported experiences of workplace support differ greatly between LLOs. Workplaces that support LLO officer duties report higher rates of inclusion.

What we’re doing: the creation of a LLO workplace support guide will inform workplaces to better understand the LLO role requirements, workplace support expectations and promote LLO recruitment.

This tool aims to inform workplace managers to support their LLOs and create better role satisfaction for the LLOs.

How we will do it: in partnership with HRC, CD will review LLO workplace requirements and fill knowledge gaps surrounding the role requirements of the LLOs.

• Identify knowledge gaps of local workforce understanding of LLO role.
• Review LLO workplace support needs.
• Draft a workplace support guide in partnership with HRC. To be launched and distributed.

CD

Strategic intent

Key milestones/measures

Owner

The problem: through external Pride in Diversity evaluation and employee engagement, trans and gender diverse employees have been identified as a key group requiring targeted support.

What we’re doing: promoting guidelines for inclusive language and trans and gender diverse inclusion will address how workplaces can become more safe and inclusive workplaces, as well as provide an educational piece for allies.

How we will do it: in consultation with key stakeholders, HRC will create a workplace tool for managers to use to influence an inclusive workplace for trans and gender diverse employees. In turn this resource will enhance police response to the trans and gender diverse community.

• Draft the Trans and Gender Diverse inclusive workplace plan supported by best-practice evidence.
• Consultations for feedback conducted with trans and gender diverse stakeholders.
• Pride in Diversity to review and provide feedback on practice guide.
• Practice Guide published and available.

HRC

The problem: limited knowledge, understanding and awareness of diversity and inclusion amongst managers.

What we’re doing: enhancing diversity and inclusion capability in people managers.

How we will do it: by developing and promoting a diversity and inclusion resource hub targeted at leaders and people managers.

• Conduct a literature review of existing mandatory WoVG and other jurisdiction diversity and inclusion training packages, to inform the development of the resource hub.
• Review and identify gaps and opportunities in existing training/engagement programs.
• Develop the diversity and inclusion management resource hub.
• Diversity and inclusion management resource hub is integrated into existing people management training.

HRC

The problem: current Victoria Police induction and onboarding content lacks comprehensive information on employee networks and other employee diversity and inclusion information.

What we’re doing: ensuring that all new employees are aware of the organisation’s diversity and inclusion values, standards, resources and support.

How we will do it: a review of current induction and onboarding processes will identify opportunities to create and embed new materials addressing current gaps in diversity and inclusion.

• Review current police, protective services officers and VPS induction and onboarding content and identify opportunities to incorporate diversity and inclusion content.
• Implement recommended content changes to ensure there is consistency in how new employees across Victoria Police are introduced to diversity and inclusion.
• Establish a process of regular review that includes consultation with HRC and employee networks.

PDC

The problem: communications and engagement for diversity, equity and inclusion is limited and lacks an overarching strategy or plan.

What we’re doing: improving knowledge and understanding across the organisation of inclusion for employees with disability and culturally and linguistically diverse, Aboriginal and Torres Strait Islanders and LGBTIQ+ employees.

How we will do it: by including active communications and engagement tactics.

Develop, execute and evaluate an organisational Diversity and Inclusion Communication and Engagement Strategy.

HRC

The problem: employee networks have different levels of influence, support and visibility depending on the rank and position of their members, and their nominated champion’s level of involvement.

What we’re doing: strengthening employee reference groups and introducing consistency to support all groups to have greater strategic influence in Victoria Police.

How we will do it: by developing a consistent process of support and executive advocacy that will apply to all employee networks.

• Set benchmark requirements that all employee networks are entitled to.
• Review each group against benchmark requirements.
• Provide support to employee networks to ensure that all networks have an Executive Command Sponsor and a Command portfolio lead.
• Develop a process to ensure there is consistent support, influence and advocacy across all groups.
• Establish a formal consultation and feedback process.

HRC

The problem: insufficient governance or authorising framework to support and progress workforce diversity and inclusion.

What we’re doing: expanding and renaming the Gender Equality and Inclusion Outcomes Committee (GEIOC) to include representation and support for implementing the diversity and inclusion strategy and action plans.

How we will do it: we will re-scope and expand the GEIOC. The committee will welcome new members and be responsible for monitoring and tracking progress against the inclusion strategies and action plans.

• Review GEIOC membership and terms of reference (ToR).
• Develop a proposal in consultation with employee networks including new name, ToR, membership, and governance model.
• Obtain approval including endorsement from GEIOC and approval from Safety, People and Culture Committee.

HRC

The problem: organisational response to workplace harm has been identified as an area of focus for improvement by all diversity portfolios.

What we’re doing: ensuring an intersectional lens is applied to workplace harm reporting and responses.

How we will do it: by developing training and resources for Victoria Police units that respond to workplace harm and complaints.

• Develop targeted diversity and inclusion training.
• Rollout training to all employees managing incidents of workplace harm.
• Develop processes that ensure new employees engage in the training as part of their induction to workplace harm units.
• Develop and provide ongoing support/refresher training for existing employees.

HRC

The problem: complaint pathways and employee support services are not fully inclusive.

What we’re doing: ensuring that complaint processes and support services are safe, appropriate and inclusive for our Aboriginal and Torres Strait Islander, CALD, LGBTIQ+ employees and those with disability and accessibility requirements.

How we will do it: we will conduct the review with an inclusive lens.

• Ensure all workplace harm systems capture employees’ diversity information where relevant to the complaint.
• Establish a review for workplace harm reporting and wellbeing services referral processes.
• Review opportunities within existing contract requirements to ensure EAP providers include culturally safe, accessible and inclusive support and referrals.

HRC/PSC

The problem: previous systems and processes developed for monitoring and evaluating strategies and actions have lacked robustness, creating difficulties in measuring and assessing progress.

What we’re doing: ensuring Victoria Police can sufficiently assess and monitor the organisation’s material progress towards a diverse workplace and inclusive organisation.

How we will do it: by developing KPIs for each action across the four strategies and action plans.

• Review relevant existing data and reporting mechanisms.
• Determine KPIs and processes to establish baseline data.
• Establish mechanism for monitoring progress.
• Develop processes to ensure regular review.

HRC